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Customer/Supplier Integration Into New Service Development

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Presentation on theme: "Customer/Supplier Integration Into New Service Development"— Presentation transcript:

1 Customer/Supplier Integration Into New Service Development
Salman Mousayi rad Armin Kia Mina Kashefi

2 Outline Customer need assessment Customer integration
Supplier integration Supplier Risk Assessment Supplier’s Technology Roadmap Timing of Supplier Integration The Future of Supplier Integration Developing Suppliers’ Capabilities

3 Customer Need Assessment
The activities concerned with the recognition, gathering and clarification of customer needs and their importance to determine need specifications and objectives for new products/ service . Sometimes the concept is extended to cover also the activities ensuring that all the important needs are fulfilled

4 A Customer Needs Assessment can provide marketers with insight regarding:
Where challenges or needs exist Current problems and whether they are expected to increase, decrease, or stay the same in the future The direct and indirect costs of failures Which services or products currently used are the most successful and why Obtain reactions to a new product/service or solution Anticipate future challenges or needs

5 Customer Need Assessment Matrix
Desired Outcomes Definition Rationale Performance Expectation Importance Satisfaction A word or phrase in the customers terms that states the need, issue or problem to be solved Description of the customers desired outcome. Provide the reason that the attribute is important to the customer. List the customer requirements in qualitative, quantitative, or comparative terms.. A numerical rating or ranking designation the importance of the outcome to the customer A numerical rating of how satisfied the customer is with the outcome when the services are offered مثال بذاريم

6 Development Needs Better ability to recognize customers’ future needs
Improvement of direct contacts and cooperation between the service development and customers More organized and careful co-operation with the most advanced lead-customers

7 NHS South West Essex case
Conducting Research Service reconfiguration Questionnaire The new service pathway is outlined in the following steps: Referral and health needs assessment Service Selection Lifestyle Modification Based on the research, they hypothesised that in order for the service to be successful, they would need to evolve the services it was offering to the public -it was agreed that, instead of a traditional stop-smoking service, a lifestyle programme which integrated factors such as healthy eating, smoking cessation, exercise, stress management and alcohol advice would be developed. If people were reporting that they would ‘rather be a smoker than be fat’, then the PCT needed to provide them with help and advice on healthy eating and exercise, alongside smoking cessation advice.  Based on feedback, it was concluded that this integrated programme would work best if it was tailored to individuals’ needs. It was also important to increase self-control and self-efficacy within the population. It was proposed that this could be done by providing them with a lifestyle programme which would make them feel healthy and emphasise all round well-being.  -The new service pathway is outlined in the following steps: Referral and health needs assessment - having been referred into the service by a frontline health professional, individuals complete a ‘Health Needs Assessment Questionnaire’ (HNQ). The HNQ is conducted by a ‘Vitality’ staff member with all patients who have been referred into stop-smoking services (and now other services too, such as the obesity service). It was also intended that this questionnaire would be made available online when the fully integrated service is launched, allowing individuals to self-refer to services. A pilot of this online assessment programme is currently under development. Service Selection - Based on the results of their HNQ, individuals are able to access a complementary suite of ‘Vitality’ services, including smoking cessation; nutrition; exercise; alcohol; stress; and cardiovascular disease management. Lifestyle Modification - All ‘Vitality’ services encourage and empower clients to use the ‘Lifestyle Goal Setting Tool’, which helps the individual to plan and implement long-term lifestyle modifications, so that any changes they make whilst engaged with services can become part of a longer-term solution ---Since being initially launched in March 2008, the number of programmes under the vitality brand has significantly increased; reflecting the extent to which the programme has snowballed beyond its original scope, to redesign the stop smoking service. As the programme continues to gain reputation, additional new services will be further integrated, so that clients can access an increasingly wide selection of support under a single umbrella brand. 

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9 Why Supplier Integration is important
Strong link between supplier involvement and team performance Contribution of suppliers in competitive advantage specially in R&D researches Studies found performance improvement outcomes from supplier integration Length of buyer/ supplier relationship has a positive effect on product/ service development efforts

10 most important Factors in supplier assessment
Understanding the focal suppliers’ capabilities and design expertise Conducting a technology risk assessment Weighing the risks against the probability of success

11 Key questions in supplier integration
Which suppliers should be involved? Is the supplier able to meet our requirements? Is the supplier’s technology roadmap aligned with our technology roadmap? Given the level of technical complexity, to what extent should the supplier be involved in the project? When should the supplier become involved in the project?

12 Supplier Integration Approaches

13 Design Flexibility and Cost of Design Changes

14 Different Degree of Supplier Integration
No Supplier Involvement Black Box White box Gray Box رویکرد اول رویکرد White Box است که در آن تامین کننده به شکل تصادفی و برنامه ریزی نشده وارد بازی می شود و بیشتر در نقش مشاور برای خریدار عمل می کند و حالتی غیر رسمی د ارد. رویکرد دوم هم Gray Box نام دارد و بیشتر از مدل قبل حالت رسمی دارد و در آن بعضی فعالیتهای فرآیند توسعه محصول مثل طراحی و یا ساخت prototype به شکل joint بین تامین کننده و خریدار انجام می شوند.

15 Process Model for Consensus on Suppliers to Integrate into NPD/NSD

16 Identifying Desired Supplier Capabilities and Potential Suppliers
In sourcing or out sourcing Specify roles and responsibilities it requires of suppliers selected for new product/service development? use those primary criteria in supplier selection, negotiation, alignment, and relationship management. Risk Assessment كاهش زمان طراحي و توسعه كاهش هزينه توليد قطعات كاهش هزينه طراحي و توسعه بهبود سرويس مشتريان كاهش ريسك هاي تكنولوژيكي

17 Supplier Risk Assessment
Important factors in considering new or existing suppliers: Targets Timing Ramp-up Innovation and Technology Training

18 comprehensive risk assessment
What is the likelihood that this supplier can bring the product/service to market? How does this risk compare to other potential suppliers? At what point are we willing to reverse this decision if we proceed, and what are the criteria/measures for doing so? What is the contingency plan in the event the supplier fails to perform? Risk Assessment

19 Supplier is able to design and manufacture a prototype or start-up small volume production
suppliers must also be able to meet product introduction deadlines and ramp-up their production volumes very quickly Not Enough Risk Assessment

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21 Two options when supplier’s capabilities are not at desired levels
different supplier technology is not critical develop and improve the suppliers’ capabilities technology is critical limited numbers of suppliers Risk Assessment

22 Assessment of Supplier’s Technical Capabilities
Informal approach A standard survey augmented by informal evaluations based on face-to-face discussions with the supplier’s technical personnel Formal approach The company audits the supplier’s facilities for environmental compliance, quality, technical capability, and cost. To carry out a detailed assessment of the supplier’s technical capabilities, both formal and informal approaches are required: Risk Assessment

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24 Assessing the Supplier’s Technology Roadmap
short-term and long-term alignment - To obtain maximum strategic benefit from the integration of the supplier, companies must share objectives and have complementary future technology plans convergence of the partners’ technology roadmaps

25 To achieve alignment of technology roadmaps with suppliers
Sharing information is a critical element of the process. Providing incentive or motivation for suppliers is the second important element. Organizations will need to first build stronger relationships with suppliers: Sharing future product/service plans. In turn, suppliers may need to alter their technological plans to align with those of major customers. Technology roadmap

26 maintain a competitive edge
continuously monitor competitors’ products, processes, and supply bases suggest modifications to current sourcing strategies. Technology roadmap

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28 Assessing the Rate of Technological Change
The rate of change in service technology The current rate of technological change is challenging many companies’ capabilities, and they are seeking the help of suppliers with the development and application of critical but non-core technologies in their new services Technology roadmap

29 STOP If a particular technology is changing rapidly, then involving the supplier early has potential pitfalls: the buying company may become “locked into” a particular design or technology, release the products/services, and discover that the technology has become obsolete or has been replaced by a technology with improved performance characteristics Technology roadmap

30 Timing of Supplier Integration
Companies should consider two major factors when deciding when to integrate the supplier : the rate of change of the technology, the level of supplier expertise in the given technology

31 Field studies suggest that certain types of suppliers are more likely to be integrated earlier
In general, face-to-face discussions are quicker, and information can be exchanged more effectively At an ICT service provider, the supplier’s level of involvement may vary. To get a good quote, the supplier must be brought in early and sit in on the customer negotiation meeting timing

32 Integrate Suppliers at Different Stages

33 The Future of Supplier Integration
Service providers expect to increase their use of supplier integration in the future, and to involve suppliers earlier in the development process than they do now On average, the respondents considered the supplier integration have been fairly successful

34 We are currently satisfied with the results of our supplier integration efforts.”
“Expectations about the results to be achieved from supplier integration will increase significantly.” Many companies realize the importance of supplier integration, but have not yet perfected the process to successfully implement it. future

35 Developing Suppliers’ Capabilities
Just in the early stages of new service development Working directly with the supplier to identify and resolve problems. Process engineering support, financial support, or even support from within the supplier community itself

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